第四章网络银行与传统银行比较分析ppt课件.ppt

第四章 网络银行与传统银行比较分析,第一节 网络银行概述第二节 网络银行与传统银行的成本收益比较第三节 传统银行与网络银行未来的发展,第一节 网络银行概述,一、什么是网络银行二、网络银行的发展案例1：美国安全第一网络银行的发展案例2：Net.Bank的兴衰,一、什么是网络银行,1、含义网络银行或称网上银行、在线银行、虚拟银行(Internet Bank, E-Bank,online bank,virtual bank)指金融机构利用网络技术、通信技术以及先进的管理技术，以Internet为平台，在线为公众办理结算、信贷服务的金融机构或虚拟网站。2、成为网络银行的标准美国最著名的网络银行评价网站Gomez银行至少提供以下五种业务中的一种才可以称为网络银行：网上支票帐户、网上支票异地结算、网上货币数据传输、网上互动服务和网上个人信贷。,3、网络银行的形式网络分支银行；纯网上银行狭义的网络银行又可称为纯网络银行是指没有分支银行或自动柜员机，并提供网上支票帐户、网上支票异地结算、网上货币数据传输、网上互动服务或网上个人信贷等服务，仅利用网络进行金融服务的金融机构。广义的网络银行则包括纯网络银行、电子分行和远程银行。电子分行：指在同时拥有“实体”分支机构的银行中仅从事网络银行业务的分支机构。远程银行：指同时拥有ATMs、电话、专有的家用计算机软件和纯网络银行的金融机构。,二、网络银行的发展,1、美国1994年始，美国的网上商务进入突飞猛进阶段。1995年10月18日，全球第一家网上银行安全第一网上银行在美国诞生。1997年7月，美国发布全球电子商务框架报告。1998年4月，美国商务部公布崛起中的数字经济报告。美国1000多家银行中的大部分银行已经推出因特网联机服务。,网上交易活动活跃程度的解释：商品的分类美国学者尼尔森等人在1970年代提出：商品分为搜寻品、经验品和信任品三类：搜寻品是指消费者在购买过程中，通过外观等因素就能获得充分信息、从而对其质量作出准确判断的商品；经验品是指只有在购买之后、通过实际消费过程才能获知其品质状况的商品；信任品则是指即使在消费之后，消费者也难以完全判断其品质的商品。,资料来源：http:/,Online banking is holding steady as a mainstream internet activity, growing along with internet use generally, though not accelerating as have some other forms of online activities. Fully 43% of internet users, or about 63 million American adults, bank online.资料来源：http:/www.pewinternet.org/,2、欧洲欧洲使用网络金融服务的客户比例领先于美国；欧洲的网络银行将不同方式的服务结合起来；欧洲一些国家的网络银行发展迅速；欧洲银行在网上转帐、电子钱包等方面进行了不少大胆的尝试，在某些国家内部形成了全国性的基于因特网的信用卡支付系统；利用智能卡取代现金和支票；欧洲版的电子货币对美国版的电子货币构成威胁。在欧洲，其网上银行的发展势头之强劲不亚于美国。 80年代初期，英国的银行家率先在欧洲大陆上刮起一阵“自助风”，创立了自助餐式的银行。FirstDirect和Egg吸引了众多的客户。同时，欧洲的网上银行客户数量呈现稳步上升态势。芬兰的梅利塔（Merita）银行在网络经营上的业绩“可能是世界上任何一家银行都不能比拟的”。,3、日本1997年10月，由富士通、日立和NE C联合成立了日本认证服务有限公司以提供这种颁发电子认证的服务，现在已开始这项服务。 1996年，日本政府投入3.2亿日元推动电子商务，成立了电子商务促进委员会，简称ECOM，有251家公司或机构参加了该组织。此后，ECOM在诸如电子授权认证和电子预付款或ECOM现金协议等领域制订了规划和模型协议。非银行机构进军网络银行业。2001年11月1日，日本网络银行与富士通公司提供电子结算服务。4、发展中国家网络银行的发展趋势发展中国家网络银行的发展并不平衡，原因在于各国的经济实力、科学技术水平存在比较大的差异。总体发展水平落后于发达国家。在印度，信息技术产业和银行业被认为是电子商务两大先导产业；推出了“电子卢比”。拉美地区的网络银行在90年代中后期有较快的发展。,案例1：美国安全第一网络银行的发展,1994年4月美国的三家银行联合在因特网上创建了美国第一联合国家银行（First Union National Bank），也称为美国安全第一网络银行（SFNB Security First Network Bank、美国证券第一网络银行），由美国联邦银行管理机构批准，是在因特网上提供银行金融服务的第一家银行。其前台业务在因特网上进行，其后台处理只集中在一个地点进行。1995 年10 月美国第一联合国家银行在网络上开业。1996年初，美国第一联合国家银行全面在因特网上正式营业和开展银行金融服务，用户可以采用电子方式开出支票和支付帐单，可以上网了解当前货币汇率等信息。,该行完成对Newark银行和费城First Fidelity银行的兼并后，成为美国第六大银行，拥有1260亿美元资产，有近2000家分行，有1100万用户，分布在美国12个州内。美国第一联合国家银行面向美国的中低收入家庭，提供多种服务，其中包括：低现付抵押和无低现额支票帐户服务等。1998年，加拿大皇家银行（Royal Bank of Canada）以2千万美元收购了安全第一网络银行(SFNB)除技术部门以外的所有部分，此时该网络银行的客户户头有1万个，其存款余额早在1997年就超过了4亿美元。名字改为RBC Centura。http:/,案例2：Net.Bank的兴衰,NetBank, formerly named Atlanta Internet Bank (1996) and Net.Bnk (1998), was a financial company engaged primarily in retail banking, mortgage banking, business finance and providing ATM and merchant processing services. NetBank was founded in February 1996 and completed its initial public offering of stock in July 1997. It was one of the pioneers of the Internet banking industry, and recognized as one of the first internet-only banks.Netbank was closed on September 28, 2007 by the Office of Thrift Supervision (OTS) in conjunction with the Federal Deposit Insurance Corporation (FDIC). FDIC insured deposits were acquired by another on-line bank ING Direct. Several shareholders have filed class action lawsuits against Netbank claiming misrepresentation of the company value during the restructuring period.,1、History（1）BeginningNetBank was founded in 1996 as one of the nations first Internet-only banks. Using a new business model, NetBank paid higher interest rates for computer-savvy customers in exchange for not having physical bank branches. This model made sense and the bank early on paid very nice interest rates.NetBank, like all banks, made its money from a mortgage and lending operation. The majority of home loans were offered through traditional channels and a small percentage of loans were offered through the same internet channels as the banking offerings.NetBank obtained customers by offering some sort of sign on bonus. A $50 bonus was a common bonus. NetBank signed many agreements with other companies to promote itself and the companies would offer gift certificate or credit to their loyalty programs (i.e., frequent flyer programs) equivalent to around $50. These customer acquisition programs proved beneficial and NetBank gained many customers in this manner.,（2）GrowthStarting in the early 2000s, NetBank acquired a number of financial-related companies to diversify and improve the bottom line.In 2000, Netbank added the following products and services: Online safe deposit boxes for safe storage of electronic records, individual retirement accounts, and expanded customer support (online chat and 24x7 availability).In 2001, Netbank acquired Resource Bancshares Mortgage Group, a leading provider of mortgage banking services. An online currency program was launched. And, NetBank acquired Market Street Mortgage, a leading provider of home mortgage to American consumers. The same year also brought a change in management to NetBank. A new CEO, Douglas K. Freeman, was appointed to head and manage the company. Freeman came from RBMG and had a background in mortgages rather than banking.In 2003, NetBank added a number of business and product lines: NetBank expanded into automobiles by offering auto insurance through sister company NetInsurance and direct consumer auto loans through Florida auto dealerships. NetBank also acquired Financial Technologies, Inc, a provider of off-premise ATM and merchant processing services. A number of ATMs were acquired in this acquisition. Finally, NetBank also launched a small business banking program.In 2004, NetBank continued adding new product lines and acquired additional companies. NetBank acquired the assets of Beacon Credit Services, a leading provider of RV, boat and aircraft financing. They added business credit cards, internet payroll services, prepaid Visa gift cards, and expanded financial planning services. In response to customer concerns about mailing in deposits, NetBank launched the QuickPost system where deposits are shipped overnight to NetBank for processing.,NetBank reached the peak of the operation at the end of 2004 and through 2005. The rapid expansion into multiple lines of businesses may have proved to be too much, too soon for NetBank and it started to lose money in 2005.In 2005, NetBank suffered some setbacks due to the cyclical nature of the mortgage industry and did not add any businesses or products to their line, instead choosing to preserve capital until the mortgage curve righted itself and they could resume earning profit from the mortgage businesses. They also introduced a tiered deposit system, where they paid the highest interest rates to people who also were customers of their other products (home or auto loan, savings account, or CD) and the lowest interest rate to people that only had a savings or checking account. The intent was to better cross-sell the products and help transition the banking customers to the other platforms. Many customers were turned off by the tiered system because NetBanks auto loan rates were higher than other banks and many people didnt choose to have Autoloans through NetBank.,（3）DeclineIn 2006, NetBank recognized that there were some significant operating deficiencies and started to restructure the company in an effort to resume profitability. They shuttered a number of businesses and sold off most businesses that were not shuttered. Some of the shuttered companies included QuickPost, payroll and finance services, non-auto (RV, boat, and aircraft) loans, and the subprime/non-conforming mortgage companies. The large network of ATMs were sold off to other companies. The independent auditor, Ernst and Young, resigned in 2006.During the same year, NetBanks mortgage operations suffered greatly. NetBank normally originates loans and resells the loans to other financial institutions on the open markets. Some of the loans that NetBank sold did not meet the underwriting guidelines and NetBank was forced to repurchase these loans from the other banks. Since the loans that do not meet the underwriting guidelines are often past due loans, NetBank was forced to repurchase a large number of failed loans that it had written. This loss of capital was very harmful to the companys equity position and was the first clue to the banks poor financial position.In 2007, NetBank finally recognized that the restructuring attempt was unsuccessful, and the company announced an intention to shutdown the company starting in spring of 2007. In May 2007 NetBank reached an agreement to sell its core banking operation to EverBank.All accounts were to have been transferred by September 15, 2007, but the deal depended on NetBank coming up with some cash, which it expected to realize from the sale of other investments. NetBank proved unable to sell these investments,3 and on September 17, 2007 Everbank terminated the agreement.On May 1, 2007, the ATM and merchant-servicing operation (NetBank Payment Systems Inc) was sold to PAI ATM Services LLC, a subsidiary of Payment Alliance International Inc.,On May 15, 2007, the listed holding company, NetBank, Inc., received a warning from the Nasdaq Stock Market because it was late in filing its most recent quarterly report. NetBank received a similar notice from Nasdaq in March 2007 because it did not file its 2006 annual report on time. The report was delayed because the company needed to find a new independent auditor following the resignation of Ernst & Young LLP in November. On July 3, 2007, NetBank Inc. received a deficiency notice from the NASDAQ Stock Market because its stock for the previous 30 consecutive business days failed to close above the minimum bid price of $1 per share. On August 3, it was delisted from the Nasdaq.On September 28, 2007, the OTS announced that it had closed NetBank. The shutdown marked the biggest failure of a thrift since the savings and loan crisis in the 1980s. $1.4 billion in FDIC insured deposits, as well as some loan assets, were sold to ING Direct for $14 million Customers with balances exceeding the FDIC limit have received 50% of the excess balance, and became creditors in the banks receivership for the remainder.,2、 Business modelThe closed NetBanks former business model had several strategies: Retail and business banking, financial intermediary, and transaction processing. All of the banks operations and assets were located within the United States of America.（1）Retail bankingThe retail banking segment was comprised of personal and small business banking operations. The major products and services offered through the retail banking segment included individual and small business deposit accounts, mortgages, home equity loans and lines of credit, auto loans, business equipment financing, financial planning and investment services, online bill payment, and Visa check and credit cards. NetBank, through its Internet banking operations, operated as an FDIC-insured, federally chartered thrift institution serving approximately 286 thousand customers throughout the United States and in more than 90 foreign countries. NetBank delivered its products and services through remote delivery channels, such as the Internet, telephone and ATMs, that are available 24 hours a day and seven days a week. It did not maintain a branch network to support its banking business. The branchless model provided an opportunity to operate with less overhead expense than traditional branch banks. Customers initially relied on direct deposit and first class mail to make deposits into their accounts, supplemented later by QuickPost (free deposit drop-off at UPS Stores for overnight delivery to NetBank) and ATM deposits.,（2）Financial intermediaryNetBank also offered several loan products through the financial intermediary segment of business. These products and services included additional mortgages for both conforming and nonconforming products, home equity loans and lines of credit, RV, boat and aircraft loans, and NetBank offered an automated mortgage underwriting service.（3） Transaction ProcessingNetBank provided a variety of financial-related processing services to merchants, community banks and other organizations. The Company acquired an ATM and merchant transaction processing operation. During NetBanks peak years, the company operated approximately 8,000 ATMs across the country, which the Company made available to its banking customers on a surcharge-free basis. The network of ATMs ranked as the second largest bank-operated ATM network in the country in 2003.,3、 CriticismOne of the downsides to having no physical branches was the risk of deposits getting lost, damaged, or delayed in the mail. Several people complained about NetBank losing or delaying payments to the account for a variety of reasons. The invention of deposit-taking ATMs alleviated some of this concern because customers could make the deposit in a local ATM, where the check will post and clear very quickly. The widespread nature of NetBanks customers made it difficult to have an ATM handy for all customers, though, and many were still required to use mail-in deposits.NetBank attempted to alleviate the issue of lost deposits by creating QuickPost, an innovative service where a customer drops a deposit off at a UPS Store location to be shipped overnight to NetBank. The idea behind QuickPost is one shipment could contain deposits from several customers, justifying the additional expense of overnight shipping. However, the product did not take off, and NetBank shut down this operation in 2006.NetBank also encountered several complaints due to NetBanks freezing customer accounts for security reasons. When flagged, the customers were required to send several forms of identification to NetBank before the account would become unfrozen. It is uncertain if the requirements were due to internal NetBank policies or the requirements imposed by the USA Patriot Act.,NetBank的收购方：荷兰ING银行（荷兰荷兴银行http:/ Direct完全免费，不设最低存款，联邦保险用户可以直接开户。大概需要8分 钟的时间完成在线窗口的下载，再花5分钟安装安全工具（默认的设置将使得ING不会将用户的个人信息透露给市场）。在INGDirect，基础Orange帐户可以提供4.5%的利润回报，这比绝大多数的传统银行都要好。无论是从其他任何银行转帐，INGDirect都不收取任何费用。ING的电子帐户通常回报以4%的利润，而且不设置最小余额限制，而在花旗了解到的利率则只有0.8%。,第二节 网络银行与传统银行的成本收益比较分析,一、金融交易成本下的网络银行成本分析二、网络银行相对于传统商业银行的优势分析三、网络银行相对于传统银行的经营风险分析案例：有关使用网络银行原因的调查,一、金融交易成本下的网络银行成本分析,金融交易费用交易费用含义；网络银行如何降低交易费用。网络银行增加的成本保险费用。,二、网络银行相对于传统商业银行的优势分析,1、打破了传统银行的组织机构，挑战传统银行理念传统银行依靠增设分支机构聚集廉价存款、进行规模扩张；网络银行通过建立网站，设立虚拟营业网点；网络赋予中小银行和大银行相同的发展空间；网络银行不设任何分支机构将业务开展到世界的每一个角落。网上银行改变传统银行经营理念。网上银行的出现使得对经营方式以及对金融中心的认识出现变化。2、具有低廉的成本优势租金：传统营业厅租金与服务器租用租金；工资：传统员工工资与网上银行的工人工资；固定投资：客户使用的是公共Internet网络资源，银行不需要大量建设专用网络，由此使得成本不会大幅度上升，同时由于联行的推动，使得ATM的可利用价值上升。经营成本降低的同时，网络银行的储户结存额较高，可以获得较高的利率。,中国的调查：某家商业银行网络系统升级前后的对比（见黄学毛，2002，单位：万元）美国的调查据美国一家银行统计，办理一笔银行业务，通过传统银行的方式费用为1.25美元，使用ATM是80美分，使用电话银行是40美分，使用自动拨号是10美分，而使用因特网只需1美分，可见网络银行在成本上有明显的优势。美国网络银行充分利用了这种优势，例如安全第一网络银行就将这种成本优势回馈给储户，制定了6%这样一个远远高出其他银行的存款利率；Net Bank也制定了高利率政策，从而吸引了大量的银行客户。,美国2003年有关网络银行的数据：存款利率对比http:/www.bai.org/bankingstrategies/1999-jul-aug/St